BUSINESS CASE: SYSTEMATIC COMPETENCE MANAGEMENT IN A PRODUCTION COMPANY
A manufactoring company has many employees working in different processes. Some of the mhavekey skills to carry out specific processes (e.g. development, technology, logistics). In the current situation of staff shortages, there is increased pressure on retainingexisting staff, or at least keeping thes kills in thecompany.
A way of identifying existing competences, upgrading them and sharing knowled geneeds to be put in place in order to ensure that successors are put in place in time – shouldthere be a lack of skill or the work loadin creases to the pointwhere multi-shift working is needed.
We have developedan approach (a competency model), based on which process managers have used the competency model to assess the existing competencies of employees and definethedesired/neededcom petencies for each process. Based on the percieved gap betweene xisting and desired competences, thecompetency model provid edinsights intotheoptions: internalknowledge transfer, direct focus edmentoring, self-learning (webinars), external training or external coaching. We have achieved the objective where for each process there was a clear indication not only of which com petences are present and missing, butalso a plan to close the percieved gap. At the same time, the competency model also provided an overview of the development of competences over time.
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